Esther Schindler writes: "When sociological researchers studied the cultural effects of Agile methodologies on workforces, they made two unanticipated discoveries: One, companies adopting Agile actually struggle more to cope with the side-effects. Two, development teams that succeed in producing better products and pleasing customers aren’t exactly using Agile after all. In “Agile” Often Isn’t, Scott Fulton delves deep into the findings. For example:

Entitled “Agile Undercover,” the first report from Hoda and her colleagues demonstrated conclusively that Agile development teams were failing to communicate with their customers — not just occasionally, but mainly. And in order to ameliorate the impact of these failures, teams and their companies were making active, intentional efforts to keep customers in the dark about their development practices, including their schedules of deliverables.